Great Place to Work

Developing our talent

“With rapid growth across our franchise and changing customer
and employee demographics, the Bank believes that our innovative
and sustainable approach to managing our people is a source of competitive advantage.”Tracy Clarke, Group Head of Human
Resources

2007 Highlights

70,000

number of employees at the end
of 2007, up from 59,000 in 2006

95%

voluntary participation in the
employee engagement survey

42%

of our eligible employees participate
in our Sharesave scheme

5,500

people managers participated
in the Great Manager Programme

At Standard Chartered we recognise that it is increasingly important to have a diverse,
talented and engaged workforce to drive the many growth opportunities we have in our
markets.

In 2007, we made good progress in three key areas as part of our approach to managing
our people: Diversity and Inclusion (D&I), Employee Engagement and Health and Safety.

Diversity and Inclusion

We took several steps in 2007 as part of our ongoing commitment to create an inclusive
environment for our people, customers and communities.

We have in place executive succession plans for over 200 critical leadership roles globally
and our aim is to build a leadership pipeline that reflects the diversity of the markets
we operate in. Over 40 nationalities across our global network are represented in the
succession pool.

The International Graduate Programme enables us to develop our leaders of tomorrow. In
2007, over 300 graduates from 28 countries joined the programme.

In 2007, the Bank introduced part-time and flexible-time working arrangements in Ghana,
Singapore, the United Kingdom and the United States as part of a pilot programme to create
a flexible working environment.

During 2008, the flexible working framework will be extended to more countries. Our medium-term
goal is to make this policy available to all employees across the Bank and to expand
our flexible working arrangements to include other opportunities, such as working from
home. This will help improve our ability to retain employees, increase engagement and
attract a larger and more diverse pool of talent.

To further increase employees’ understanding around D&I, the Bank began to raise awareness
across our markets, by creating and piloting an education programme. In 2008, we aim
to roll out the programme globally so that all employees understand what D&I means, why
it is important and what they can do to create a more inclusive working environment within
the Bank.

2007 also saw good progress in the Bank’s gender diversity strategy from a customer, community
and workplace perspective.

We organised our second Global Women’s Forum, partnered with the Global Banking Alliance
for Women, increased our focus on microfinance (of which 80 per cent of the beneficiaries
are women) and we continue to drive women’s empowerment in the community through sports-based
development.

Employee Engagement

To provide a work environment where every employee is engaged remains high on our agenda.
In our seventh year of measuring employee engagement, 10,000 more employees participated
in the annual Q12 survey, a 25 per cent increase from 2006. Overall, employee engagement
rose for a seventh consecutive year from 3.99 in 2006 to 4.02 in 2007 on a scale of 1
to 5. Our focus in 2008 will be on the development and implementation of team action
plans to continuously improve engagement.

Engaging employees is key to retaining our talent. After recognising high market attrition
rates in our India retail business, we developed and piloted an integrated approach to
engage employees. The pilot programme will be extended in 2008 to the UAE and other key
markets. We are pleased to report that only three per cent of our leavers in 2007 were
classed as high-potential, high-performing employees. In addition, to improve the focus
on emerging talent, the Bank implemented a process whereby high-potential employees at
middle management level have access to increased development opportunities and targeted
career workshops.

We offer the opportunity for all our employees to benefit from the success that they help
create for the Bank. Our Sharesave scheme offers eligible employees the opportunity to save
for the future and invest in the Bank. The 2007 participation in the scheme was 42 per
cent.

A comprehensive review process of all global HR policies incorporating the Equal Opportunities,
Diversity and Dignity at Work Policy, took place in all of our markets, involving union
representatives, governmental departments and other bodies such as employers’ federations.
These more concise and inclusive policies increase our employees’ understanding of the
Bank’s values and standards.

Health and Safety (H&S)

In 2007, we continued to work on increasing awareness around H&S procedures worldwide
with an emphasis on managing risks at the workplace, ensuring a safe and healthy working
environment for all staff.

We also adopted a new risk management process for all countries to ensure comprehensive
security risk reporting for our people. We will continue to monitor the threats and risks
faced by the Bank and embed this process in 2008.

Our revised global H&S standards were launched this year setting out the minimum requirements
for all countries along with guides to help countries achieve these standards. H&S coordinators
are now in place in each of our markets, ensuring that our H&S standards are embraced
in all our branches and offices globally.

In 2007, our HIV/AIDS Policy was incorporated within the Group’s new Equal Opportunities,
Diversity and Dignity at Work Policy. The Bank believes an effective HIV workplace programme
depends upon an atmosphere of trust, openness and respect for the basic rights of those
affected by HIV/AIDS. Any stigma or discrimination compromises employee welfare and leads
to a lack of consistent and fair treatment for employees. This will not be tolerated
by the Bank. The policy will be assured using the Group’s standard risk assurance tools.

Our goals and achievements in 2007

Our goals for 2007

Status

What we have done

Launch the Great Manager Programme, to improve manager capability

Completed

5,500 people managers across
35 locations through more than
700 workshops

Flexible working piloted in four markets – Ghana, Singapore, the UK and
the US

Develop the Bank’s disability strategy from a customer, community and workplace
perspective

Ongoing

Continued to raise awareness through D&I Champions to provide an inclusive
and accessible environment for our customers and employees

Develop and implement an integrated approach to managing employee retention

Ongoing

Piloted a programme to reduce
attrition rates in India

Awards in 2007

2007 Personnel Today Award for HR Measurement

Hewitt Best Employers in India 2007 Study awarded to SCOPE International

Singapore HRM Award for Best Training, Learning and Development Practices

ACCA Award for the development of employees in Uganda

Our priorities in 2008

Meeting the growth agenda by tapping into diverse talent pools both inside and
outside the Bank

Continue to drive employee engagement by strengthen our people management using
the Great Manager Programme

Roll out D&I awareness-raising programme across all markets

Expand implementation of flexible working to include new markets and/or new kinds
of flexible working arrangements

Ensure all new employees are educated on HIV/AIDS

“ I work better in the mornings so I have the space to really focus. I also
study in the evenings so flexible working gives me more time to spend with my family
before taking time for myself.”
Hind Naciri, UK Corporate Affairs

Learning @ Standard Chartered

The one-stop learning portal offers every employee access to the latest learning tools
and solutions. Individual Learning Development Plans enable our people to tailor
their development.

Global Women’s Forum

The second Global Women’s Forum was held in Dubai in 2007, involving over 100
of Standard Chartered’s emerging women leaders from across 37 countries.

Communication in
non-English speaking markets

In 2007, learning materials
became available in four additional languages – Korean, Chinese, Thai and Bahasa
Indonesia – to ensure
all employees have access to training regardless of language.

Welcoming our newest employees

“It’s all in the dialogue. Through sharing stories of
‘Me At My Best’, individuals build a common understanding of what they want from
the workplace. This leads to a collective vision of the future for the ‘new’ organisation.”